Continuous Transformation is the Future. Step One in Escaping Strategic Averageness
Continuous Transformation is the Future. Step One in Escaping Strategic Averageness
My previous article on the ‘broken’ project model sparked a lot of conversation. The main question I got back was simple and direct: “Sounds good, but how do you approach this? How do you put this into practice?”
This is a crucial question. Adopting a vision of continuous transformation requires that you as a leader take the initiative. The problem, however, is that most leaders start in the wrong place.
The Common Mistake
In my years working for software vendors, I have often seen customers make the same mistake. They get to a point where they need to update existing software or are required to adopt a new software package due to changing market conditions.
This need is immediately translated to external action by reaching out to engage software selection agencies, big system integrators, or software vendors.
The issue with doing this is that you immediately engage a party with a vested interest in selling you a solution before you have clearly defined the problem and set strategic objectives.
You now have a third party driving you towards an implementation wherein all improvements presented will make you more like the competition instead of differentiating yourself. You end up with a solution that makes you adopt a strategy of averageness.
The Architect’s Approach
To set your organization up for success, your first step is not looking at the solution; it is building your own solid strategic foundation.
I call this the Strategic Readiness Audit. It represents the work you need to do before starting a project. You need to architect its foundation.
Our approach is built on three pillars:
1. C-Level Alignment Before even looking at external vendors, you need to create executive alignment. The goal is to move from multiple different and often siloed opinions to one, unified, written project charter.
In this charter, you clearly state for the entire organization what change you are setting out to achieve and what 3-5 measurable business outcomes you are aiming for.
(Upgrading your software package is not an outcome. Reducing lead times by 15% is.)
2. De-risking the ‘Human Element’ Mapping out the political landscape in your organization is critical. You might have been there for years and know every stakeholder by name. But understanding their reaction to change is critical.
We focus not only on identifying champions and blockers, but we aim at identifying the real and unspoken fears in your organization through ‘fear’ workshops. These workshops enable you to identify and address all hurdles in achieving your outcomes.
3. Defining the Governance To solidify and encode your vision into the project, we answer crucial questions in advance:
- How are decisions made?
- Who can make decisions?
- Who is in the steering committee?
- How will we track progress towards reaching our business outcomes?
The New Dynamic
By adopting an audit-first approach, you have fundamentally changed your organizational dynamic and have taken your first step in becoming a continuous transformation organization.
You are no longer at the mercy of third-party recommendations. Instead, you are providing clear directions with firm goals attached. You are no longer looking for a ‘demo’; you are inviting partners to collaborate with you on your clear, strategic, and aligned plan.
The first step of any successful transformation is looking into the mirror. Are you brave enough to look into it before you start?
